In recent years an inordinate number of employees have faced very difficult economic times, both personally and professionally. If an employee files for personal bankruptcy, loses his home, deals with a death in the family or faces a spouse's layoff, the stress naturally carries over into the workplace. Career coaches can smooth the ruffled feathers of an upset employee, both personally and professionally. This improves retention statistics and minimizes the time your managers spend on interpersonal issues. Corporate coaches care about employees feelings. Once the upset employee's feelings are validated, he can often approach work with renewed enthusiasm.

Document in writing what the employee did or said that has raised concerns. Clearly picture the problem and all its implications before speaking with the employee.

Meet an agitated employee head-on before his negative attitude spreads to customers and coworkers. Waiting for the problem to resolve on its own could become a costly mistake.

Work with the employee in person, via email or an online connection, as soon as possible after detecting he is bothered. First, focus on the employee's view of his present frustration in light of the organization and its objectives. Determine what relationship issues, both inside and outside the company, are driving this episode. Ask for the employee's feedback on both the problem and its possible solutions, so the employee begins participating in forming solutions.

Gain a picture of the way the distracted employee views her work life. Try to find out if the employee's personal communication and relationship patterns learned from her family of origin or other life experience is affecting the way she interacts at work. Why does she react to power struggles, rivalries or other work issues the way she does?

Study the supervisor's approach to this episode and what emotional baggage he has brought to this interaction. Would the employee benefit from better supervisory leadership or guidance through this task? Do the employee's concerns relate to his supervisor?

Define for yourself what ways this employee's frustration impacts the goals of the organization. Is it affecting customer service, employee attitudes or profits, for instance?

Consider what changes would be appropriate for the employee and her supervisor. Decide whether organizational changes would benefit all parties. Is the structure of the business working in this case? Find a way to interject new perspectives into this issue that will renew the employee's sense of possibility, providing enough hope to incite a renewed effort towards a resolution. Assure that this resolution reaches important strategic goals of the organization. Agree on a course of action.

Follow up with the employee, verifying whether the chosen course of action succeeded and what, if any, other actions would be required based on the outcome. Use employee discipline, if needed.

Tip

If you are uncertain whether a coach for your business would be an asset to your corporation, try one or more coaches as situations arise. Determine whether you feel the money was well-spent based on the outcomes you observe.

Warning

Most coaching happens one-on-one, between a coach and an upset employee. The organization profits most, however, if the coach keeps the organization's objectives in focus while weighing the employee issues, creating a three-way dynamic.

About the Author

Malinda Zellman has instructed computer, ESL and GED classes. She is a retired homeschooler and school librarian. She is contributing author for two books, "Games" and "Crafts," by Group Publishing. She has written for print magazines and websites. She holds two BA degrees, business administration and economics, from Rollins College.